Many reforms have aimed at introducing and developing managerial tools in public organisations. However, their limited degree of translation is still unexplained. The purpose of this paper is to explore how individuals face managerial reforms using the frame of institutional logics. In particular, the paper analyses to what extent individuals identify opportunities and constraints associated with the reforms depending on the institutional logics they activate. The paper attains this aim by analysing the performance management system of teaching activities introduced by an Italian national reform (Act 240/2010). A qualitative approach was adopted by interviewing presidents of programmes and teaching managers of two Italian universities. Findings reveal that the multiple and competing logics existing in public organisations have strong influences on individuals' reactions to new managerial practices. The reforms put internal contradictions between multiple individual goals and identities in the spotlight so that the same reform contains a plurality of organisational and managerial consequences.

(2022). Managerial reforms, institutional complexity and individuals: an empirical analysis of higher education [journal article - articolo]. In THE JOURNAL OF MANAGEMENT AND GOVERNANCE. Retrieved from https://hdl.handle.net/10446/235529

Managerial reforms, institutional complexity and individuals: an empirical analysis of higher education

Pilonato, Silvia;
2022-01-01

Abstract

Many reforms have aimed at introducing and developing managerial tools in public organisations. However, their limited degree of translation is still unexplained. The purpose of this paper is to explore how individuals face managerial reforms using the frame of institutional logics. In particular, the paper analyses to what extent individuals identify opportunities and constraints associated with the reforms depending on the institutional logics they activate. The paper attains this aim by analysing the performance management system of teaching activities introduced by an Italian national reform (Act 240/2010). A qualitative approach was adopted by interviewing presidents of programmes and teaching managers of two Italian universities. Findings reveal that the multiple and competing logics existing in public organisations have strong influences on individuals' reactions to new managerial practices. The reforms put internal contradictions between multiple individual goals and identities in the spotlight so that the same reform contains a plurality of organisational and managerial consequences.
articolo
2022
Pilonato, Silvia; Monfardini, Patrizio
(2022). Managerial reforms, institutional complexity and individuals: an empirical analysis of higher education [journal article - articolo]. In THE JOURNAL OF MANAGEMENT AND GOVERNANCE. Retrieved from https://hdl.handle.net/10446/235529
File allegato/i alla scheda:
File Dimensione del file Formato  
Pilonato Monfardini 2022 JMG.pdf

Solo gestori di archivio

Versione: publisher's version - versione editoriale
Licenza: Licenza default Aisberg
Dimensione del file 708.44 kB
Formato Adobe PDF
708.44 kB Adobe PDF   Visualizza/Apri
Pubblicazioni consigliate

Aisberg ©2008 Servizi bibliotecari, Università degli studi di Bergamo | Terms of use/Condizioni di utilizzo

Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10446/235529
Citazioni
  • Scopus 4
  • ???jsp.display-item.citation.isi??? 4
social impact